Ops Talk Magazine Spring 2008

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Publ ished By:

CONTENTS President’s Message – Chuck Morris, CTECH, CEFM...................................................5

DEL

Communications Inc.

Member Profile – John Hickling ............................................................................................8

Suite 300, 6 Roslyn Road Winnipeg, Manitoba R3L 0G5 TF: 1.866.831.4744 TFF: 1.866.711.5282

Norkam Secondary Solar Project gives students hands-on lesson in energy conservation .......................................................10

President David Langstaff david@delcommunications.com

New: SPOA now offers sponsorships ...............................................................................12 Report on the Director of Operations/Facilities Workshop and update on the upcoming mentoring program.....................................................14 Reducing energy consumption and greenhouse gases: Information for school plant officials..............................................................................16 Risks are everywhere: How will you capitalize on them?...........................................18 Thoughts on friendship ........................................................................................................20 Renewable Energy: The wave of the future – available today...................................22 CCTV in our schools – Does it provide a clear picture for security? ...................................................................24 Contingency planning: A word from the wise...............................................................26 Green Buildings B.C. helps school districts manage risks and overcome the cost of capital........................................................................................28

Publisher Jason Stefanik Managing Editor Katrina Senyk Contributing Writers Erin Baswick Jim Garfield Lisa Fattori Craig Harris Rob Harris Art Johnson Gregg Lowes Chuck Morris Jari Saarela Hugh Skinner Gail Stephens Will iam VanRyswyk Advertising Sales Debbie Angers Gary Barrington Ross James Dayna Oul ion

The Facilities Planning “Tipping Point”: Predicting when enrolment decline will change to enrolment growth ................30

Production Services Provided by: S.G. Bennett Marketing Services www.sgbennett.com

Water, water, everywhere .......................................................................................................34

Art Director Kathy Cable

The RGC Guarantee Program.............................................................................................36 Renovations and hazardous materials.............................................................................38 Environmental stewardship starts here ...........................................................................40 Fleet management from the 21st Century .....................................................................42 Talius: Helping secure your schools from break-ins and vandalism .....................46 44th Annual SPOA Conference Schedule.......................................................................49

Mission Statement: To provide support and recognition to our members who work in partnership with leaders in education in the province of British Columbia.

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School Plant Officials Association of B.C. Spring 2008

Advertising Art Debbie Dunmall ©Copyright 2008. School Plant Officials of B.C. All rights reserved. The contents of this publ ication may not be reproduced by any means, in whole or in part, without the prior written consent of the publ isher.

While every effort has been made to ensure the accuracy of the information contained in and the rel iabil ity of the source, the publ isher in no way guarantees nor warrants the information and is not responsible for errors, omissions or statements made by advertisers. Opinions and recommendations made by contributors or advertisers are not necessarily those of the publ isher, its directors, officers or employees.

Publ ications mail agreement #40934510 Return undel iverable Canadian addresses to: DEL Communications Inc. Suite 300, 6 Roslyn Road, Winnipeg, MB R3L 0G5 Email: david@delcommunications.com PRINTED IN CANADA 05/2008

PRESIDENT’S MESSAGE CHUCK MORRIS, CTECH, CEFM S.P.O.A. .P.O.A.

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What a busy year this has been so far!

Right from the start, your SPOA directors have been working hard putting conference plans together. You will see what those plans look like in this issue of Ops Talk. Well done Kelly, Glenn, Ray and Bruce!

Kelly and her crew have also completed the Policy and Procedures Manual.

That was a task begun, I believe, during Glenn Miller’s tenure as President. A big job and one they can be proud of! Kelly, Bruce and a few others are continuing to work on the Education and Certification Program, fine tuning and polishing what Ernie Lambert worked on a few years ago.

I have mentioned the formulation (in previous publications) of a Mentoring Program for our association. With the number of new faces taking manager and director positions, some help and guidance may be required from time to time. Ernie Lambert has accepted the task to move this forward. In fact, he has done the majority of the groundwork to date, and I certainly appreciate that!

Thanks Ernie.

Part of the Mentoring Program involves training. To that end, three of us worked hard putting something togeth-

er called “Directors Workshop – A Day in the Life”. There is a piece about it elsewhere in this issue.

Many of you are experiencing the school closure process right now.

Though a lot of us may have closed schools over the past few years, it does not get any easier as public consultation and transparency and emotions culminate and clash. A Day in the Life, eh!

The amount of work we accomplish on a daily and weekly basis is astounding. Once in awhile, one might even catch a glimpse of the desktop. Oh wait!

Where that desktop might be is something else. A BIG carbon footprint! We now have Bill 44 to deal with. By 2010, districts will need to be Carbon Neutral.

Look for information in this issue from Craig Harris, Manager of Green Schools Infrastructure – Learning Initiatives Branch, of the Ministry of Education.

I look forward to the next few months as we work our way toward the annual conference in Penticton (June 2-6, 2008).

It has been my pleasure working with many of you and certainly working for you, representing this fine organization!

Thank you. ❏

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School Plant Officials Association of B.C. Spring 2008

7505 - 134A Surrey, B.C. V3W 7B3 Email: pbryan@garaventa.ca Phone: 604-594-0422 Fax: 604-594-9915 Tollfree: 1-800-683-5556 U.S. Mailing Address P.O. Box 1789, Blaine, WA 99291-1769

SPOA is collecting information with which to build a 'Knowledge Bank', also known as a 'Community of Practice'.

We need your name and what you do/are an expert in (such as H/R, OH&S, Certified Trades, P.Eng, Emergency Measures, Turf Management, Custodial, Acoustical, Boilers, etc.).

Please forward this information to Chuck Morris or to Molly Shipowich so that it can be added to the list.

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Member Profile | JOHN HICKLING

Retrofits, upgrades and green building practices increase efficiencies for School District 67

BY LISA FATTORI

As Director of Maintenance for School District 67 (Okanagan Skaha), John Hickling is responsible for all of the operational and capital projects of 20 schools.

Since assuming the position in 1998, Hickling has facilitated preventative maintenance programs, a work order management system, and energy retrofit programs that upgraded schools to be more energy efficient.

“A year ago, we performed sigJohn Hickling nificant upgrades on our schools’ electrical systems,” Hickling says. “Natural Resources Canada and Fortis Power helped to fund the $1 million energy retrofit program, which is expected to have a five-year payback on the investment.”

School District 67’s fluorescent light fixtures were retrofitted with high efficiency electronic ballast and T8 tubes. The oneinch diameter tubes provide more illumination per tube and the reduction of fixtures will provide significant energy savings.

Other capital projects include the improvement of parking lots and updating main entrances to schools. “We recently completed a new office and entry for McNicoll Park Middle School and have begun a half a million dollar update of the entrance, main office, and staff room at Summerland Secondary School,”

Hickling says. “It’s important to update the entrances of older facilities so that the schools are more open and welcoming.”

Hickling began his career in the building trades in the late 1960s and was a general contractor until 1984, when he took the position as Senior Projects Officer with Public Works Canada.

In 1990, he applied to School District 23 in Kelowna, and moved from Assistant Supervisor of Maintenance to Superintendent of Maintenance. Over the years, Hickling has supplemented his work experience with extensive training and has earned extra certification, including a 1984 Canadian Institute of Quantity Surveyor diploma, a certificate in Computer-based Information Systems from U of Victoria, and is a Gold Seal Certified Project Manager with the Canadian Construction Association.

“After high school, I started my career in accounting, and worked weekends as a carpenter,” Hickling says. It soon became clear that I could make a lot more money in the construction industry and I became hooked.”

After attaining his carpenter’s papers, Hickling worked in Vernon as a carpentry foreman on renovation projects, including schools and a hospital. He taught night school for trades’ people at Okanagan College, and was Superintendent of the Power House at the Mica Dam at Columbia River. Hickling’s experience includes the position of General Superintendent with Kelowna-based Westen Construction, where he became an Associate and Junior Partner.

“I was also a B.C. representative for the Energy Efficiency Group, which was a federal initiative that reported to Natural

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School Plant Officials Association of B.C. Spring 2008

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Resources Canada,” Hickling says. “Our job was to come up with ideas for reducing greenhouse gas emissions in schools across Canada.”

Hickling’s expertise in commercial construction, estimating and green building practices made him the ideal person, to help oversee the construction of the new Penticton Secondary School. The new $44 million Penticton Secondary School is a model of green building practices that will save the school approximately $50,000 in energy costs per year. The school is proof that green building, lower operational costs and aes-

thetically-pleasing architecture is fully attainable for a public institution.

“There is an expectation that schools are public facilities that should be used outside of the 9 to 3 instruction time, by the community at large,” Hickling says. “An attractive school entices students to stay longer, which lowers the drop-out rate. A great facility, as is great teaching, is an important part of the education equation. Students and staff should feel proud of where they go each day – from the grounds, to the entrance, to the interior of the school.” ❏

www.spoabc.org

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Norkam Secondary Solar Project gives students hands-on lesson in energy conservation

BY LISA FATTORI

The rooftop of Norkam Secondary School in Kamloops, B.C. is the site of a new pilot project for a solar photovoltaic energy system. The rectangular solar panels convert the sun’s energy into usable electricity that is fed directly into the school’s electrical system. While a three per cent, off-grid electrical generation is a far cry from self-sustainability, the solar energy system exemplifies alternative energy sources to students who are the environmental caretakers of tomorrow.

“This is not the first solar project of the world, but it is the first project in our part of the province,” says Art McDonald, P. Eng., Director of Facilities and Transportation for School District 73 (Kamloops/Thompson). “On the school web site, students can see, in real time, the energy that the solar panels are collecting and the kilowatts per hour that are generated by the system.”

Norkam Secondary School’s solar photovoltaic system cost approximately $40,000 to construct. While this cost was

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School Plant Officials Association of B.C. Spring 2008

shared equally by BC Hydro and School District 73, the district used Power Smart Partner credits that they had earned over the years working with the electric utility on energy efficient upgrade projects throughout their 60 schools. British Columbia Institute of Technology provided technical assistance in the design and installation of the project, and Burnaby-based, Day4Energy provided the solar panels.

“This project served as an opportunity for BC Hydro to support a customer that has been a leader in energy efficiency. It also gave us a first-hand understanding of the challenges that customers face in installing distributed generation systems,” says Gary Hamer, Technology Innovation Manager for BC Hydro.

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“BC Hydro also supported this project for its educational value. Kamloops students can not only experience how a solar system works, they may also choose a career in a clean-technology industry. We recognize that the future of new technologies lies with our students, and it’s important to get them interested at an early stage.”

As an importer of electricity, BC has a lot to gain from exploring new technologies in energy self-sustainability. Green solutions, such as solar energy and wind power, are still in their infancy, with an untapped potential. Norkam Secondary students are at the forefront of the green revolution, and they have front row seats to the economic viability of new energy sources.

“The solar energy project will be incorporated into the curriculum in courses such as physics, chemistry and geography,” McDonald says. “The plant is a 4 kilowatt plant that is expected to generate up to 20,000 kilowatts per hour of electricity, per year. Construction started in September, 2007, and the plant was fully commissioned and operating by mid-February.”

The Norkam Secondary Solar Project builds on School District 73’s ongoing initiatives to reduce energy consumption. In the last five years, the school district has successfully reduced utility usage by 20 per cent, with corresponding

avoided cost savings of $400,000$500,000 annually. Lighting upgrades, boiler replacements, irrigation controllers, better system controls and heightened awareness among school staff and students are, together, reducing energy consumption, which translates into lower costs. The school district’s leadership in energy conservation earned School District 73 the BC Hydro Power Smart Partners Excellence Award for 2006.

“Conservation is a big issue because of environmental concerns and the finan-

cial cost of energy usage,” McDonald says. “When you have tight funding for boards of education, every dollar saved goes back into the classroom. You are not hurting the economy by going green – in fact, you are saving a lot of money.”

For a real-time view of what the plant is doing, readers can visit the following link: http://view2.fatspaniel.net/ PV2Web/merge?view=PV/simple/ HostedEndUser&eid=94477 ❏

www.spoabc.org

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ew: now offers sponsorships NSPOA Sponsorship could be defined as a business or agency that, alone or with others, pays a fee which allows them to advertise or promote their product or organization. A couple of years ago, the SPOA Executive decided to explore this alternative method of raising funds. Last year, we were successful in raising $18,500.00 via sponsorships. These additional funds helped to offset conference costs as well

BY JIM GARFIELD

as enabled our organization to provide quality speakers and entertainment.

Sponsorship is broken down into the following four separate areas:

brochures and literature. Sponsorship also includes a high profile booth and hyperlink to the Corporate Sponsor’s web page.

Corporate Sponsorship Corporate sponsorship allows the organization to have their name prominently displayed throughout the conference, as well as on the conference

Event Sponsorship The Event Sponsor is allowed to advertise at any one of the events at the conference. Some of the events that are available are: the President’s Reception, the breakfast, the partner’s program, the keynote speaker, and the banquet and dance. They also have access to a booth and advertising on the brochures.

Refreshment Stations Sponsorship With the refreshment station, sponsorship comes with the right to display their name at the station.

Golf Holes Sponsorship The Golf Hole Sponsor is allowed to set up at the sponsored golf hole and promote their product via various competitions like ‘closest to the hole’, ‘longest drive’, etc.

All sponsors are responsible for supplying all of their own artwork and logos for conference promotional material.

For further information regarding sponsorship, please contact the writer, Jim Garfield at jgarfield@sd58.bc.ca.

This year, we are hoping to expand the involvement in the sponsorship program and bring in new sponsors. We will be canvassing sponsors early, as we found that many of the companies have already budgeted funds to support other sponsorships. The prime drawing card is the exposure that the sponsors have to the delegates and the added ability to display their wares.

If you are a supplier and wish to get involved in the sponsorship program, please contact me or any of the executive.

If you are a delegate and believe that a company that you do business with would benefit from becoming a sponsor, please bring it to their attention.

Sponsorship is a two-way street. It allows organizations to better advertise their company and at the same time helps out our organization. Thanks to our previous sponsors and their contributions to SPOA. Hopefully they will be back, along with some added support from other organizations. ❏

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School Plant Officials Association of B.C. Spring 2008

Report on the Director of Operations/ Facilities Workshop and update on the upcoming mentoring program

BY CHUCK MORRIS

On March 6th and 7th, along with support from the Council of Educational Facility Planners, International (CEFPI) and the Ministry of Education, the School Plant Officials Association (SPOA) put on a two day workshop for Directors, Managers and those aspiring to move into these positions. The two day event was very well attended, and those on the waiting list are encouraged to apply early the next time this is held.

Quite a number of months ago, through discussion with various members of SPOA, it was thought a ‘Mentoring’ program should be developed.

Over the last few years there have been a number of changes throughout the province, placing people into positions

they may not necessarily be familiar with.

Like it or not, a number of us are part of the ‘Baby Boomer’ generation and retirement has reached many of our peers.

That allows movement upward for a number of people from a Supervisor or Manager position, into a Directorship.

We have always encouraged the sharing of information (knowledge), and to a large extent, it does happen. However, from time to time there may be circumstances where an individual may be hesitant to call because he/she believes others think he/she should know what to do! Now, we all have our own pride to deal with – but if it interferes with an expected outcome of your job, you need help.

The B.C. School Superintendents Association developed a mentoring program a few years ago and has since modified it slightly. It is a program that works well and helps new superintendents when they find themselves in new territory. We have been in contact with this association a couple of times now, and are developing our own program using some of their information as well as information from other programs, ensuring we will end up with something that works well for SPOA. Watch for more information on our Mentoring Program as we hope to have it ready by June of this year.

The two day workshop held on March 6th and 7th is deemed to be part of the

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Association’s Mentoring Program, and will be repeated on an annual basis. One other aspect of the mentorship will be at least one training topic covered during the concurrent sessions at our annual conference.

This two day event covered the following topics: • The Director in a School District Organization • HR and Labor Relations • Leadership and Management Issues • Health and Safety Management • Emergency Planning and Operations • Capital Planning • Custodial Operations • Transportation Operations • Maintenance Management • Ministry of Education Interface • Simulation – A Day in the Life of a Director Every session was very well received.

The best part of the two days (according to the evaluation forms handed in afterward) was the 4 hour simulation on Friday afternoon. The group of 30 was broken down into five sub groups with a ‘Mentor’ overseeing the activities. ‘Events’ were staged and actors carried out simulated scenarios. Each group dealt with the same scenarios and it was very interesting to see how they responded. Each group was to collaborate and act as a director, and respond the best they could. For the most part, there was a very good mix of talent and responses were much as one might expect, with some slight variations.

What were some of the scenarios? The groups were busy dealing with work orders and sorting them based upon priorities when an angry parent calls with a situation that may need to be dealt with right away. A trustee came in with a political concern, the local TV station barges in asking questions that the director knows nothing about, and so much more. The idea was to bombard each group with a myriad of unexpected challenges and watch how they responded within tight timelines. This was an exaggerated day for a director perhaps, but not in all cases. Much of what took place there can happen (I am sure many of us have seen this a few times) making our days pretty interesting to say the least!

The net result of the two day session indicated a desire for more information.

Those attending this first workshop provided a host of talent. Some very experienced people and some not-so-experienced people came to the workshop from all over BC. It was very good to see the effort made by these folks, arriving from some distance by car, plane and ferry. I would like to thank all of you for attending. The presenters did a great job as well, and our thanks go out to them too.

Attendees indicated they would like to see more Ministry content, so that will be our main focus when we put on the next Directors’ Workshop. More content and more time allocated for that. For the first time around, this turned out better than expected.

Bill Low (President of CEFPI) and Ernie Lambert deserve a lot of credit for this two day event. Thank you both!

Thanks as well to Jim Alkin for your support and your presentation. ❏

www.spoabc.org

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Reducing energy consumption and greenhouse gases: information for school plant officials

BY CRAIG HARRIS - MANAGER, GREEN SCHOOLS INFRASTRUCTURE, MINISTRY OF EDUCATION

Many of you have heard of global warming. Some of you can look out the windows of your homes and offices and see the effect warmer winters have had on BC's pine forests. The trend is projected to continue as human activity pumps more and more carbon into the atmosphere. Scientists and politicians alike warn of severe consequences, and the first eco-refugees are appearing.

Realizing this, the Premier has determined we need to respond to the impact of human-caused or anthropogenicbased climate change.

Since the Throne Speech of February 2007, there have been over 175 Climate Action Plans submitted and approved by government involving all ministries, crown corporations, agencies and commissions. The Premier's Climate Action Secretariat has been struck, and Green Teams are or have been established

inside all government offices. The Ministry of Education Climate Action Plan was approved in April 2007. The Plan will be released soon on our developing Climate Action website.

A great deal of work is being done behind the scenes to achieve sustainability. Like a major military operation, a lot of research, strategizing, thinking and organizing is underway. The Premier has challenged the public sector to take the lead on greenhouse gas (GHG) reductions and adapting our economy to sustainability. This degree of commitment is unprecedented in Canada, and will ultimately affect every person in the province.

Most persons do not realize the public school system is the single largest repository of built space in the public sector. Boards of Education operate about 2,000 facilities, or roughly 7 mil-

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lion square metres of space including schools, board offices, shops and garages (not including portables). Significantly, about 20% of all daily human activity in the province takes place in the context of the K-12 program (not including independent schools). Our annual operating budget is the second largest in the province after Health.

Based on the scope of our operations, we have a significant role to play in reducing energy consumption and greenhouse gases while educating our children about sustainability and climate change.

Government has recently implemented Bill 44 - 2007 and the separate Public Sector Energy Conservation Agreement; two means to assist in achieving the ambitious goals of carbon neutrality by 2010, 33% GHG reductions by 2020, and 80% reductions by 2050.

The recently proclaimed Bill 44 – 2007, Greenhouse Gas Target Reductions Act regulates measurement, reporting and carbon offsetting for the public sector. While not yet posted to the legislative website, the text of the third reading (passed November 26th, 2007) can be obtained at: http:// www.leg.bc.ca/38th3rd/3rd_read/gov44 -3.htm.

The Targets Act, Part 2 Section 8, requires all provincial public sector organizations, including Boards of Education, to be carbon neutral by 2010. In order to achieve this, boards must develop district-wide carbon neutral action plans, inventory assets, and measure and report on energy consumption (electricity and fuels) and emission reduction achievements annually starting with calendar year 2008.

The energy report data will be provided to, and translated by, the Ministry of Environment, and used to calculate board required carbon offsets for busi-

ness travel, buildings, equipment, and vehicles for 2010.

The Public Sector Energy Conservation Agreement (PSECA) was signed in November 2007 and supports the Targets Act. It commits the province and BC Hydro to develop and deliver an energy audit program (fuels and electricity) for all 6,500 government buildings, including board-owned facilities, and to create and manage a database of audits. The PSECA will further develop a protocol for recommending energy conservation projects for provincial funding, including a project application and review process. Projects will be announced semi-annually, starting early this spring, and continue over an initial 12-year period. BC Hydro will train and fund a number of energy managers to be embedded in districts for facilitating the PSECA. Based on existing and projected audit needs, it is anticipated the audit activity will be completed by the end of 2009. The

PSECA will further coordinate activities of other utility providers in the province and seek to advance alternative energy projects. Additional information will be released as it becomes available.

A sustainable operations advisory committee has been informally struck.

The committee will plan a committee charter, develop sustainable operations tools and techniques, accommodate the requirements of the Targets Act, advise best practices, promote PSECA and other energy project opportunities, advise boards and stakeholders, and take other actions as necessary to develop and coordinate climate action initiatives. Brian MacDonald at BC Hydro has also been working to raise awareness and collect energy project proposals in districts.

For further information, please contact Craig Harris by email at: Craig.Harris@gov.bc.ca. â??

www.spoabc.org

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RISKS ARE EVERYWHERE:

How will you capitalize on them?

BY GAIL STEPHENS, CEO, BC PENSION CORPORATION Gail Stephens

All of us, whatever business we’re in, want our organizations to succeed, but the truth is we will land somewhere on a continuum between success and failure. It’s just a question of degree, and often it is risk management that makes the difference.

Risk management is about looking at future situations and deciding in advance how we’ll handle them. It’s not a concept just for major organizations, either. Whether it’s the BC Pension Corporation, a school district or your association of school plant officials, every organization faces risks.

Challenges with financial resources, access to critical staff and talented leadership, changes in legislation and other factors all pose risks to our operations.

Unfortunately, very few organizations – perhaps only 16 to 20 per cent – have risk management processes integrated into the way they do business. Most see integrated risk manage-

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School Plant Officials Association of B.C. Spring 2008

ment, or IRM, only as a way to manage negative scenarios, mitigate losses or avoid trouble. But such a perspective means these companies, associations and other organizations are missing out on a key concept in determining their own success.

Just as every action might have an equal and opposite reaction, the risks we face in our operations are balanced with opportunities. That’s such an important concept that it bears repeating: with risk comes opportunity.

The downside to traditional risk management is that organizations can develop a risk-averse culture. Successful managers and leaders know they have to find the potential that’s hidden in business risks so they can create strategic opportunities for the long term. That’s where integrated risk management comes in.

IRM looks broadly at all of the risks an organizations faces, categorizes them and sets a course for action. It’s about managing the negatives and making the most out of the opportunities that are in front of us. Let me touch briefly on these concepts: Assessing the risks There are lots of risks facing any organization, and it’s not practical to identify and assess every one. Focus on the most important risks, grouping related ones into categories. The goal here is to rank the risks by priority and identify the opportunities that lie within them so you can better target your actions in response.

An important part of any integrated risk management process is ensuring it creates accountability in an organization.

Risks need to be monitored and reported on appropriately to executives, managers, staff and stakeholders. And the processes used to manage risks need to be updated over time so that conditions for success can be maintained.

Integrated risk management is not about one-off processes or exercises. It’s about a philosophical approach, backed by established tools, that people at every level in an organization can use to increase their chances for success. Those who do it well can realize tremendous benefits for their organizations (and themselves), including: • Better-informed decisions

Managing the negatives (the risks or threats) There are four ways to manage a risk: • Accept the risk and move on (if the expected benefits are greater than the downsides); • Avoid it by discontinuing an activity or not proceeding with a plan; • Transfer the risk to another entity; or • Mitigate it with strategies to reduce the likelihood or consequences of the risk.

• Greater management consensus • Increased management accountability • Smoother governance practices • Ability to meet strategic goals • Better communications internally and externally • Reduced volatility in costs • Increased work-unit profitability My bottom line is this: risk is a normal part of any operation, and dealing with it effectively is one of the most important

Seizing opportunities Similarly, there are four ways you can manage opportunity or make the most of a risk situation: • Take action to capitalize on the opportunity yourself; • Share the opportunity with another party who can do more with it to benefit your project or organization; • Take steps to enhance the positive impact of an anticipated event; or • Accept the risk and whatever opportunities flow from it.

tasks we face today. Take pride in what you do. Make a difference. Success will follow from that vision.

At the end of April, Gail Stephens left the Pension Corporation and headed to the University of Calgary to take on the role of Vice President, Finance and Services. Gail was the CEO of the Pension Corporation since May 2003, and has been a wonderful leader. Her staff was sad to see her go. ❏

www.spoabc.org

19

THOUGHTS ON:

BY CHUCK MORRIS

We start early. By the time you enter school, you have probably made some friends, though they are likely better termed as playmates. Once in school, you will align yourself with others who may

20

Friendship

“The only way to have a friend is to be one.”

School Plant Officials Association of B.C. Spring 2008

– Ralph Waldo Emerson

share similar likes and dislikes as yourself. Sometimes the person you identify with is someone who is as outgoing as you are, or perhaps as timid as you are.

By the time we are into our adult years, we have usually developed friendships with many people. Some only lasted through our school years and others have lasted for any number of years since we’ve moved into our working lives. We all change as we age and figure out where we are going in life. If one stops and looks back, it is easy to see where those changes took place and how it affected your friendship with others.

Great friends can anticipate your next move! They feel your excitement and your pain. They encourage you when you could use a little encouragement. Great friends listen to you and offer comments to help you through difficult times.

When you take a good hard look at your life, it is difficult NOT to include your friends. How have they affected your decisions? How many friends do you have that you can count on when the going gets tough? How comfortable are you approaching one of your friends and asking for advice, or even asking for help?

The synergy of these kinds of relationships can move mountains. Think about it. There may have been a time when you were hesitant to go ahead with a project or to make a decision that affected others, and hours were spent pondering outcomes. A brief (or in-depth) conversation with one of your friends helped you move in the correct direction to achieve a successful conclusion to the problem.

This happens all the time!

How do you keep the friendship alive?

Sometimes in our busy lives we get caught up with the work and the long

If a man does not make new acquaintances as he advances through life, he will soon find himself left alone; one should keep his friendships in constant repair. – Samuel Johnson hours we commit to our jobs, forgetting about our friends. The balance of our lives must include dialogue not only with your working peers and your family but MUST also include your friends. It is far

too easy to miss a week, a month or much longer without calling or dropping in to visit even briefly with them.

Take a few minutes at the end of the day and pick up the phone to call one of

your friends. Pick someone you have not communicated with for quite awhile.

Make their day and continue to cultivate your friendships. They are an important part of your life! â??

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21

RENEWABLE ENERGY:

The wave of the future – available today

BY ERIN BASWICK, HONEYWELL

British Columbia’s renewable energy sector is expanding. The use of renewable technologies including wind, solar, biomass and geothermal is on the rise as the demand for carbon neutrality increases.

This demand was recently expressed in BC’s 2008 Balanced Budget, where addressing climate change was presented as a top priority. In fact, the budget allocates over $1 billion to climate action initiatives. In addition to this, BC’s new Greenhouse Gas (GHG) Reduction Targets Act is a strong indicator that the province is moving towards carbon neutral facilities. By the year 2020, when the targets are achieved, BC’s GHG emissions will be one third below 2007 levels – this is an impressive reduction; one that sets the standard for the rest of North America.

Reaching this goal will require more than reduced energy consumption; new technologies will need to be developed in addition to the proven renewable technologies currently available.

Renewable energy, also known as

This Renewable Energy Score Card demonstrates that biomass is a viable option within B.C.

22

School Plant Officials Association of B.C. Spring 2008

alternative energy, is derived from resources that are regenerative such as the sun and wind; approximately 29% of energy is currently derived from renewable energy sources. The use of wind, water, and solar power are widespread; however, the mass production of electricity using renewable energy sources has only recently become more commonplace, reflecting the major threats of climate change due to pollution, exhaustion of fossil fuels, and the environmental, social and political risks associated with fossil fuels and nuclear power. Several types of proven, renewable technologies are currently available in BC; these include solar (thermal air/water and photovoltaic), wind, biomass (thermal and electrical) and geothermal.

Solar (thermal air, thermal water, photovoltaic) There are several types of solar solutions available for use in BC. Solar thermal technology is energy efficient and is commonly used to provide heating. Solar photovoltaic (PV) systems use solar panels and other technology to generate electricity from the power of the sun.

Wind Wind power is derived from wind turbines that make electricity directly from the wind. Wind is an abundant, reliable source of renewable energy that produces low-cost energy with no air or water emissions and no solid waste byproducts of any kind. It is among the most environmentally friendly of all energy sources.

Biomass (thermal, electrical) Biomass gasification is a centuries-old, thermal conversion technology whereby a solid fuel, such as wood chips, is converted into a combustible gas. The mountain pine beetle infestation in BC has resulted in the availability of a substantial supply of devalued lumber that could be made available for use in biomass. Biomass produces low-cost energy with fewer emissions than fossil fuels and is often considered a carbon neutral

energy source because the CO2 released during the generation of energy is balanced by the CO2 absorbed during the plant-derived fuel’s production.

Geothermal / Geoexchange The term ‘geothermal’ comes from the Greek geo (meaning earth) and therine (meaning heat). Geothermal energy is tapped using heat pumps to harness the earth’s temperature differential for use in super-efficient heating and cooling systems. Unlike other types of heating systems, which convert fuel to heat, a heat pump is designed to move heat from one place to another. Even at relatively cold outdoor temperatures, a heat pump is able to extract heat from outside to heat the facility. Geothermal heat pumps extract heat from the ground or from water, either below or on the surface.

BC is setting the bar in terms of taking positive action to curb global warming.

The environment is a priority and proven

renewable technologies are currently playing a role in reducing emissions while also strengthening the renewable energy technology market. In future, additional research and development will lead to the development of more innovative technologies that will play a role in alleviating global warming.

School Plant Officials of BC are ‘directly responsible for the development, maintenance, and operation’ of school plants, and can therefore play an active role in reducing emissions by employing the renewable technologies currently available.

Honeywell is a global leader in energy management technology, solutions and services. To receive additional information about customized, renewable solutions, visit Honeywell during SPOA’s Annual Conference and Tradeshow 2008 or call Sean Mahoney at: 604-654-5709. ❏

www.spoabc.org

23

CCTV IN OUR SCHOOLS –

Does it provide a clear picture for security?

BY WILLIAM A. VANRYSWYK

On May 23rd, 2007, Jordan Manners was gunned down in a Toronto District School at 2:30 in the afternoon.

On September 13th, 2006, Kimveer Gill shot and killed one person and injured nineteen others before taking his own life at Dawson College in Montreal.

On December 6th,1989, Marc Lépine, armed with a legally obtained semi-automatic rifle and a hunting knife, shot twenty-eight people, killing fourteen (all of them women) and injuring the other fourteen before killing himself at the École Polytechnique in Montreal.

Exterior camera mounted on a Winnipeg school.

I could continue with other Canadian examples but the gruesome point has been made - shootings and stabbings in Canadian schools have become a reality.

The question is, what are we prepared to do about it?

Usually, the first solution brought to the table is to ‘install a CCTV (Closed Circuit Television) system’. Most often these recommendations come from those who know little about CCTV, its benefits and its drawbacks. Don’t get me wrong – I am a strong advocate of CCTV – but only when it is used for the appropriate reasons and when properly supported.

So how can we best use CCTV in our schools? The first question one must ask is, “what am I trying to achieve with the installation of these cameras?” If you are using cameras in hopes to deter violent crimes, you may be wasting your money.

There are many studies that indicate CCTV has little bearing on deterring crimes such as robbery, murder and sexual assault. If, on the other hand, you are implementing a CCTV system to monitor staff performance or to help supervise students, respect for privacy and management of staff may come under scrutiny.

There is no doubt in my mind that the

24

School Plant Officials Association of B.C. Spring 2008

From left to right: accessible on/off switch; antiquated VHS-CCTV application; improper camera placement (hockey stick height) and cabling. installation of a properly supported CCTV system will have a positive impact on deterring criminal occurrences such as vandalism, theft, break and enter, arson, and in some cases bullying.

A well placed camera can minimize areas of concealment and provide surveillance for areas that are perceived as unsafe. At times, just the presence of cameras can instill a sense of safety and security for staff and students.

According to an article recently written for the Canadian Security Magazine, Winnipeg’s John Taylor Collegiate states that their students have confidence and a sense of accountability in the newly installed CCTV system. Cameras can assist emergency response teams to view certain areas of the school prior to an Immediate Action Rapid Deployment (IARD). And of course, probably the best attribute to a CCTV system is the ability to use it as an investigative tool. The advantage that schools have over public forums is that often the perpetrator is a student and can be identified through footage.

Once the need for a CCTV system is established, what are the next steps? This is where many schools fail to do their homework. Installing a CCTV system is not as easy as calling your local electrician and having a few cameras mounted. An analysis needs to be conducted by a security professional in order to understand which type of system would best suit the physical structure of the school, and what form of support is required to manage it.

Will the system be based on IP technology? Will it be required to install coax cable throughout the school? How many cameras will be required to capture high risk areas, and more specifically, what type? What type of lens will best suit each camera location? How much storage of data will be required and for how long? Who will be responsible for developing policies and procedures prior to the installation of the system? This is not a ‘cookie cutter’ solution, but unfortunately, many fall victim to a ‘one size fits all’ sales pitch in an earnest effort to elevate the level of security as quickly as possible.

What these, and similar questions, demonstrate, is that the process of implementing a CCTV system appropriate for your school’s basic and unique requirements, physical design and community environment requires an in-depth investigation and professional input.

To answer many of these questions, the first step in an analysis is to conduct a thorough security audit to establish the true ‘needs’ of the school from those that may be perceived. Don’t

rush into implementing a CCTV system that may need to be replaced, upgraded or removed because it does not benefit your students, staff and school community.

There is no doubt that implementing a proper CCTV system in any school will have its advantages to reducing crime and creating a safer environment; however, it is an essential activity that needs to be undertaken with great care and with informed guidance.

William VanRyswyk is the President & CEO of an independent, Canadian-owned security consulting firm that provides security consulting and training services to universities, colleges and various school boards across Canada. ❏

www.spoabc.org

25

CONTINGENCY PLANNING:

A word from the wise

BY ART JOHNSON, CR, WLS

To quote a well known proverb, “Shrewd is the one seeing the calamity and proceeds to conceal himself, but the inexperienced have passed along and must suffer the penalty.”

These are wise words.

School districts are under extreme pressure to be back in business as soon as possible when they are faced with perils like water/flood, fire, smoke damages, hazardous materials spills, or even an influenza outbreak situation. Developing a sequential action plan to help deal with these catastrophes is very wise, shrewd, and intelligent.

There was a day that, in many households, at least one member of the family stayed home as the children were growing up; if the school was closed, there was always someone around to look

after the children. Unlike in my day, those times do not exist for the most part any longer. Parents scramble every time there is a pro D day – let alone an event that closes the school for any length of time.

A good contingency plan, then, is essential in reducing both the time that the school schedule is interrupted and the extent of damage that one of these catastrophes may cause. Let’s consider some details that may be included in this plan.

Look at the area surrounding the school, some of the issues that must be considered may include: • Where is the facility located?

• Is there a river or a stream nearby?

• Are you on a flood plain?

• Is there a forest nearby with the potential of a wild fire or a wind storm?

• Where are the locations of the fire hydrants?

• Who are your neighbors - chemical manufacturer, a farm, a garbage dump…?

• What is the potential for vandalism?

Look at the indoors: • What is the condition of the plumbing, its age and material make-up?

• What about the fire suppression system?

• What is the risk of interior vandalism?

• What is the condition and age of the roof?

• Where are all the chemical and hazardous products stored?

This list can not include every risk out there, but as a restoration company, we have handled all of the above. Having a sure plan in place is imperative when it comes to dealing with them when they do occur.

It is essential that the right resources be identified, before

26

School Plant Officials Association of B.C. Spring 2008

hand, so that the response time is minimized and the issues can be addressed in a professional manner. Some of these resources may include, but are not limited to: the fire department; first response teams, both internally and externally for board ups, sewer and fresh water loss clean ups, drying, triage, equipment cleaning and repair, and data recovery. Other services may include: security services, plumbers, HVAC contractors, electricians, sprinkler and fire security contractors, and window glazing companies.

A good contingency plan would likely answer items such as who receives or is available to take the emergency call. Is it the night time custodian that discovers the loss or situation? If he does, who does he call?

In one of the claims we were involved with, the person who had all the emergency numbers was on holidays and his back-up was not available. It would be prudent to post emergency contact numbers for supervisors and outside first responders in an area that is accessible to these individuals.

For school facility staff who are all by their lonesome as they tend to their cleaning duties, a good flow chart that guides the individual through the process of dealing with situations like these could prove be very valuable; it could include such items as where to go from here, along with the steps that they can take to reduce the damage or even just what to do in various situations.

Another excellent question to address on the contingency plan is where are the shut-off valves for the water system if there is a leak? All too often, the shut off valves are not clearly marked throughout the building – and rightly so if there is a risk of vandalism, but if this is not possible, having a good schematic available would help. We have been called out to a number of floods that, by the time we arrive, they have yet to find the controls, and the damage is significantly greater.

When it comes to your internal resources doing a remediation after a fire or a flood, it is imperative that they have sufficient training. Water damage that involves hard wood gymnasium floors must be addressed immediately, using state-of-the-art drying techniques; affected wall cavities have to be made accessible for effective drying or smoke residue removal. The residues from a sewer back-up or a fire may contain bio-hazards or carcinogens that could have an adverse effect on some of the students attend-

ing the schools. Through all of this, the indoor air quality standard must be maintained. Those having asthma or sensitive immune systems may not be in a position to handle these contaminates effectively, and thus the residue may create long term negative reactions and effects. All of these areas of restoration have training and certification available and thus reduce the risk of liability down the road.

If you are trusting the services of restoration to an external first responder, it would be prudent to do your homework first to ensure that they can respond in a timely manner, that they have the proper training that the project requires, and that they have the right equipment to do the job thoroughly and efficiently. Their contact information should be readily available to all parties that may find themselves in a position to need their services.

Over the years, I have seen some very good examples of effective emergency control flow charts that walk you through, step by step, every scenario that a person may encounter along with the action necessary at every juncture. Having contingency plans in place would certainly reduce the stress associated with claims both for you and your staff.

Facing calamities need not take people by surprise; they are a normal part of the building maintenance business. A good, upto-date contingency plan is sure to separate the inexperienced from the shrewd. Remember that saying (author unknown), “If you fail to plan, you plan to fail.” ❏

www.spoabc.org

27

Green Buildings B.C. helps school districts manage risks and overcome the cost of capital The BC Government recently enacted Bill 44, the Greenhouse Gas Reduction Targets Act, setting aggressive GHG emissions levels for all government agencies. The goals now require us to reduce GHG emissions by 33 per cent from 2007 levels by 2020, and by 80 per cent from 2007 levels by 2050.

With climate change and energy in the forefront of the public’s interest, education and healthcare sectors in British Columbia are looking for ways to reduce their operating costs and environmental footprint. An energy efficiency retrofit of public and institutional buildings provides one of the best opportunities to combine environmental stewardship and economic opportunity. But an energy efficiency retrofit is about more than just saving money and reducing emissions.

It also leads to an improved work environment, better building operation, renewal of equipment, and is a way to show leadership in the community.

In the February 2008 Throne speech, the provincial government confirmed its intention that its operations be “carbon

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School Plant Officials Association of B.C. Spring 2008

neutral” by 2010. A climate action plan to reinforce those intentions will be released shortly after the budget. The plan will be annually updated, and founded on personal responsibility, sound science and economic reality.

Green or high performance buildings, by definition, explicitly incorporate the principles of sustainability into their design, construction and operation. They incorporate: economic considerations (such as life cycle cost and value); social considerations (such as the health and comfort of building users); the impacts on surrounding community; and consideration of the stresses that buildings impose on regional environmental quality. As articles illustrate again and again, green buildings are consistently superior to their conventional counterparts in each of these respects.

Progressive building owners and managers in BC, in both public and private sectors, have begun to embrace green building practices. In fact, BC is recognized as a leader in Canada in the design and construction of green buildings, with more than 50% of Canada’s registered LEED® (Leadership in Energy and Environmental Design) projects.

While impressive, this still represents less than 5% of the new construction in our province. As a result, the Premier raised the standard for all new government buildings in BC to be built to LEED® Gold or equivalent standard.

Green Buildings BC is a program of the Province of BC that can help start you on your way to a more energy efficient future. Available for provincial health and education facilities since 2000, Green Buildings BC has now been expanded to offer more services to the government sector. Whether it’s answering questions, undertaking an opportunity assessment of your facilities, or helping to develop a business case, they’re here to help.

"The key to our success has been the program's ability to overcome the two biggest obstacles to implementing retrofits: cost of capital and management of risk," says Brian Miltimore, manager of Green Buildings BC. Under the Green Building BC Retrofit Program, retrofit projects don’t have to compete with other priorities for scarce operating and capital funds. The cost is repaid by the utility savings they generate.

The program enables client institutions to borrow money at discounted interest rates, and to obtain either performance guarantees or insurance coverage guaranteeing specific energy savings. Here's how it works: clients borrow money from a $50 million pool of credit established for the program by the

Royal Bank of Canada, the successful bidder in a competitive tendering process. Loans are provided at terms more attractive than applicants could negotiate themselves – typically for rates below prime.

Performance guarantees are also available from participating energyservice companies. Alternatively, institutions can purchase policies to insure project performance; the brokerage firm of Morris and McKenzie won the right to underwrite retrofit projects.

"Our program minimizes the risks – both real and perceived – associated with retrofitting for energy efficiency," Miltimore says. "Provincial institutions can confidently invest in portfolio-wide projects that pay for themselves within a few years and generate savings for many years to come."

To ensure its own long-term success, the Green Buildings Retrofit Program focuses on outreach, educating officials of provincial institutions about the substantial benefits of retrofit projects.

To date, more than 70 on-site workshops have been delivered to school districts, post-secondary institutions and health authorities. Each workshop is delivered to representatives from a client's operations, procurement and finance departments, and, in some instances, members of the institution's board of directors.

To help clients select qualified retrofit companies, Green Buildings BC screens contractors, verifying their expertise and financial status. A list of qualified firms on the Internet includes companies offering engineering design, project management, installation, and monitoring and verification services.

The Green Buildings BC web site also offers a range of other materials, including case studies, how-to guides, and template RFPs and contracts.

"We're determined to make it as easy as possible for our clients to implement projects in all of their buildings," says Miltimore.

formance building strategies. It does this by focusing on what these buildings can offer the school district in terms of improved student outcomes and reduced on-going operating expenses.

High performance or green buildings make sense from so many perspectives but, to quote Scott D. Johnston of CH2M Hill, “A compelling case can be made for high performance (green) buildings purely on economics alone.” ❏

The Retrofit Program has succeeded in accelerating the pace of retrofits. In its first year, only a handful of institutions took part the program. To date, more than 20 institutions have participated, with a total of almost 700 buildings.

The New Building Program can provide guidance with the technologies to help school districts understand what a "Green Building” is. Green Buildings BC can help with a business case that justifies the investment in high per-

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THE FACILITIES PLANNING “TIPPING POINT”:

Predicting when enrolment decline will change to enrolment growth

BY HUGH SKINNER, FACILITY PLANNER, STANTEC CONSULTING LTD.

Most British Columbia school districts have experienced enrolment decline over the past ten years. There is a degree of uncertainty about when enrolment declines will level out, or increase, in the future. Future enrolment uncertainty is also creating indecision on predicting the number of schools that will be required in the future, and the capacity of schools. Tipping points are "the levels at which the momentum for change becomes unstoppable.” The “Tipping Point,” a term from the award winning Malcolm Gladwell book of the same title, “...is that dramatic moment when little causes drive the unexpected to become expected and propel the idea of

radical change to certain acceptance.”

This paper reviews historical enrolment trends and recommends strategies for determining the enrolment “Tipping Point” and more assurance of future enrolments for facilities capital planning.

Historical British Columbia Enrolment Trends British Columbia’s school age enrolment peaked in 1997 at 608,000 students. The provincial school age enrolment has been declining ever since. The B.C. school age enrolment as of September 2006 was 561,000 students, a decline of 47,000 students over the past

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School Plant Officials Association of B.C. Spring 2008

ten years. A further decline of 4,800 students occurred between December 2006 and December 2007. Forty-nine of British Columbia’s 60 school districts experienced enrolment decline between 2006 and 2007.

However, there have been significant differences in enrolment decline between the elementary and secondary grade levels. Almost the entire provincial enrolment decline between 1997 and 2006 occurred at the elementary level. Enrolment declined from 360,000 to 315,000, a decline of 45,000 students.

Projected Enrolment The differences in enrolment decline between elementary and secondary grades indicate that different trends are occurring. A key variable is the number of births that have occurred historically and how these trends are changing.

BIRTHS The number of births increased dramatically over a ten year period from 1986 to 1996. The number of births increased from 42,000 in 1986, to 47,600 in 1996. Much of the enrolment growth that occurred in the 1980s and throughout the 1990s is attributable to the

increasing number of births, as well as strong in-migration of residents from other provinces and from overseas. The increasing number of births between 1986 and 1996 was largely related to the so-called “baby boom” generation being in their prime child rearing ages.

Starting in 1997, the number of births started to decrease. The number of births continued to decrease to 2002 when the number was 39,700, a decrease of 7,900 births from the 1996 peak. The decreasing number of births was largely related to a small number of adults being in the prime child rearing ages plus a relatively weak economic period when there was some out-migration of population to other provinces, notably Alberta.

However, since 2002, the number of births has started to increase. The number has increased from 39,700 in 2002 to 42,300 in 2007, a very significant increase of 2,600. The increases are attributable to the children of the baby boom generation starting to reach child rearing age and strong in-migration of adults due to a relatively strong economy. The number of births is projected to continue to be strong for the next several years and then level out at a relatively constant number.

The year 2002 is the “Tipping Point” year in the number of births. The trend from declining births, to increasing births, has profound implications on projected school district enrolments.

The birth trends will start significantly impacting Kindergarten enrolments in 2007.

ELEMENTARY Elementary enrolments are defined as the school age enrolment in kindergarten to grade seven. British Columbia elementary enrolments grew throughout the 1980s and the 1990s, peaking at 360,000 students in 1997. The elementary enrolments have declined since 1997. The elementary enrolment in 2006 was 315,000, a decline of 45,000 students since 1997. The British Columbia elementary enrolments are projected to continue to decline until 2010 or 2011, when the elementary enrolment is projected to be 298,000 students, a further www.spoabc.org

31

decline of 17,000 elementary students.

Elementary enrolments are projected to increase after 2011.

The year 2010 or 2011 is projected to be the “Tipping Point” year in provincial elementary enrolments, when the result of increasing births from 2002 and the ensuing influx of enrolment on a year to year basis, will offset the enrolment numbers moving from grade seven to grade eight and the secondary schools.

SECONDARY Secondary enrolments are defined as the school age enrolment in grades eight to 12. British Columbia secondary enrolments grew throughout the 1980s and the 1990s, peaking at 251,000 students in 1998. While secondary enrolments have declined to 246,000 in 2006, a decline of 5,000, it is noteworthy that the enrolment decline has been small relative to the elementary enrolment decrease of 45,000 over the same time period. However, provincial secondary enrolments are projected to decline to 217,000, a further decline of 29,000 sec-

ondary students, over the next ten years, primarily due to smaller incoming grade eight enrolments from the elementary level.

Secondary enrolments are not projected to stop decreasing until 2016, when secondary enrolments will start increasing again. In summary, 2016 is projected to be the “Tipping Point” year in provincial secondary enrolments, when the result of increasing births from 2002 and the ensuing influx of enrolment on a year to year basis from grade seven elementary enrolments, will offset the larger grade 12 enrolment numbers.

Changing Enrolments and Capital Planning Implications Declining elementary enrolments have caused many school districts to consider, and to undertake, elementary school closures. School districts will now face a different elementary enrolment environment when considering facility renewal and capital planning.

School districts should use the changing elementary enrolment trends to

reevaluate how many elementary schools will be required within a defined geographic area.

Conversely, secondary school enrolments are projected to decline over the next ten years, and the number and size of existing secondary schools will have to be reconsidered.

Summary and Conclusions Declining elementary enrolments are about to change in British Columbia.

While elementary enrolment change will vary on a district-by-district basis, the year 2010, or 2011, is projected to be the “Tipping Point” year in provincial elementary enrolments, when the result of increasing births from 2002, and the ensuing influx of enrolment on a year to year basis, are projected to increase.

School districts should use the changing elementary enrolment trends to reevaluate how many elementary schools will be required within a defined geographic area. ❏

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School Plant Officials Association of B.C. Spring 2008

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33

Water, Water, Everywhere…

BY GREGG LOWES, MUNTERS INC.

Consider a 20 litre pail of paint with 35% solids by volume. Sixty five percent of that pail, or about 13 litres, has to evaporate inside the space for the paint to dry. Environmental and IAQ demands have replaced most solventbased adhesives with water-borne systems. Floor slabs can hold free moisture for months after final cure.

Needless to say, new construction has lots of moisture challenges.

We have a love-hate relationship with water. This is especially true when it comes to our buildings. During construction of new industrial or commercial buildings, water is a key ingredient in concrete, drywall finishing, painting, and many adhesives and mastics.

Once the building is occupied, we want lots of water in our sprinkler systems, plumbing and washing facilities.

And for maintenance crews, a good swig of bottled water is refreshing after hours of working on a hot roof or driving a floor polisher half the night.

The hate part comes in when we lose control. When a sprinkler head breaks, when the roof leaks after a major deluge, or when that new slab won’t dry enough to lay the new vinyl floor.

And when the general contractor has a September occupancy deadline, the drywall is taking two days between coats, and the flooring contractor just informed him it will be another four weeks before the slab is dry enough for flooring install, water is not his friend.

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Getting the Climate back in Control In the world of moisture management, time is a critical factor. Construction schedules can be compromised by uncontrolled moisture issues.

Even new materials, when improperly staged or allowed to remain wet, can begin to degrade in a few days.

A water “event” in an older building has a very small recovery window.

Mould can take hold in less than 72 hours if moisture is not dealt with, posing serious health concerns and escalating recovery management and costs.

To solve moisture problems and preclude the possibility of mould growth, many companies are turning to Mun-

School Plant Officials Association of B.C. Spring 2008

ters, employing their desiccant dehumidification technology to speed new construction projects and achieve comprehensive drying after a water event.

Desiccant dehumidification equipment works by first adsorbing moisture in the air into the desiccant rotor. The equipment then delivers that deeply dried air into the space. Materials with a high moisture concentration give up that moisture to the dry air, which has very low vapour pressure. With the air movement (positive pressure from the equipment) the moisture is carried away and pushed out of the space.

Contractors routinely get overnight drying times for drywall finishing.

Concrete slabs can meet moisture content specifications in often half the time. Moisture sensitive materials such as wood flooring, plywood, millwork and gypsum board can be safely staged on site.

Even water damaged drywall can be recovered, rather than torn out, without loss of structural strength if it is dried before its lamination fails.

New hardwood flooring and millwork installations also benefit from tar-

geted climate control. In humid conditions typical of new construction, wood flooring and fine millwork can absorb moisture directly from the air, with potential results of warping, cupping or expansion. Munters’ systems can be set for specific humidity and temperature targets equal to the permanent HVAC system. The materials are then stabilized and installed in the design service conditions. This has the added benefit of keeping the HVAC system in pristine condition until occupancy.

So, while we love our water most of the time, temporary desiccant dehumidification systems can be a life saver when the H2O is out of control.

Gregg Lowes is the Industrial Account Manager for Munters Inc – Moisture Control Services for British Columbia and Alberta. He can be reached to discuss your moisture management issues at gregg_lowes@munters.com. Photo Credit:Photos courtesy of Munters Inc. ❏

www.spoabc.org

35

The RGC Guarantee Program

BY ROB HARRIS, RRO

The RGC Guarantee Program is used throughout BC for roofing on institutional, commercial, industrial, and multi-residential buildings. Five and ten year terms are available; both are backed by the Roofing Contractors Association of BC (RCABC) to repair leaks due to defective workmanship or materials, for the term of the guarantee.

The guarantee program is effective because all work must be done by an active RCABC member company installing proven, accepted material systems to RGC Guarantee Standards and the material manufacturer’s published instructions. The process from start to finish is reviewed by an accepted independent inspection company reporting to RGC and the owner’s representative.

The process for most re-roofing projABBOTSFORD

CALGARY

COURTENAY

KELOWNA

ects usually starts with a survey of the building by one of the accepted inspection companies. The inspector reviews the current roof system and details such as HVAC units, skylights, and vents etc., taking all of the information required to write a specification for the project. The specification will dictate the removal of the old roof components, alterations and repairs to the roof deck and details, as well as installation of the new roof system. With a detailed specification, qualified tenders will be bidding on the same scope of work.

When the project is complete and final inspection passed, copies of all reports are sent to the RCABC Guarantee Corp. (RGC). The Guarantee certificate is then printed and sent to the roofing contractor to sign and give to NANAIMO

RICHMOND

SURREY

VICTORIA

Now you know!

ERIC LANGTON ELEMENTARY SCHOOL

www.levelton.com 36

School Plant Officials Association of B.C. Spring 2008

General overview of a multi-level school roof. the building owner. At the two year anniversary of the guarantee, RGC will send notice to the inspection firm that the reinspection is to be done. The inspector then accesses the roof to look for deficiencies that would be detrimental to the roof as well as maintenance issues, usually removal of debris or physical damage. Copies of the report are sent to the roofing contractor and building owner by RGC. The roofing contractor is required to correct any problems that are their responsibility, at no cost to the owner, and send notice to RGC that any deficiencies have been corrected.

RGC takes full responsibility for the guarantee at that time. Maintenance issues which are the responsibility of the owner are also noted. The ten year guarantee has maintenance inspections at the five and eight year anniversaries.

Roof leaks must be reported directly to the roofing contractor as well as RGC for the first two years, and then to RGC after the two year reinspection. The claim must be in writing and can be sent by fax or email to the Technical Manager, who will assign a member contractor or inspector to investigate and/or repair the leak.

There are a variety of roof systems available today and selection should be made for building type, use, and local environmental conditions. With all sys-

From left to right: needed repairs to roof deck discovered during re-roofing project; high maintenance details at roof-top units; blister in need of repair. tems, a stable substrate is essential.

Movement of the substrate or board insulation that supports the roof material can pull the roof membrane. This results in ridges and wrinkles and the eventual pulling away of the roof material from upstands or splitting.

Attachment methods to the building, and between components of the roof system, are varied. The methods used are adhesive, mechanical, or ballasted.

Adhesives require proper surface preparation and climactic conditions to ensure that a bond is made to the material and substrate. This usually involves cleaning, drying, and priming. The type of primer and adhesive used must be compatible with all the components in the system.

Mechanical attachment of low slope roofing membranes is increasing in popularity. Proprietary screws and stress plates are installed within the lap seams at spacing that has been designed to withstand a level of wind uplift force.

The membrane layout and fastening pattern required is determined by an evaluation of expected wind in the area, building height, and local topography.

Ballasted roof systems are primarily held in place by the weight of the overburden and mechanical fastening at perimeters. The ballast can be aggregate, pavers, landscaping, or a combination of these. The major concerns when installing this type of system are protection of the membrane from the overburden, and maintaining effective drainage.

Proper maintenance of roof systems

during their service life is the best way to get the full value out of your investment.

When maintenance is not done, the roof system may fail prematurely and the guarantee, however long, will be voided.

The cost of a roof leak is not only limited to the actual repair of the roof but also the potential water damage and disruption to activity within the building, which can be more expensive and is not covered by the guarantee.

Removal of debris is the easiest step, but unfortunately is often overlooked. A build up of debris will impede the drainage on any roof system and is the most common cause of leaks during a heavy rainfall. Small debris, such as leaves, is carried by the water flow to the drains and effectively forms a dam around them, causing water levels to rise above the waterproofing height, and leak or potentially damage the structure of the building. On shingled sloped roof systems, the restriction in flow directs water through to the building’s interior.

Large items such as old HVAC units, construction materials, or storage from building occupants left on the roof will eventually deform and push through the material. Caulking and other exposed seals at curbs and pipes, etc., will need to be replaced several times during the service life of a roof system. An appropriate material that is compatible with all the components it contacts has to be selected, and surfaces prepared as per the printed directions from the sealant manufacturer to extend the time between replacements as long as possible.

With all roof systems professional experienced contractors installing and maintaining your roof is the key to getting the maximum value from your investment.

Rob Harris, RRO, is the Assistant Technical Manager for the Roofing Contractors Association of BC (RCABC). The association provides 5 and 10 year third party guarantees for roof systems installed to the Roofing Practices Manual standards, and apprenticeship training for the province. ❏

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37

Renovations and hazardous materials When dealing with renovations in school buildings, hazardous materials assessments are conducted to determine the requirements for removal of any hazardous materials prior to the installation of new materials.

Generally, the hazardous materials assessments include: Asbestos in building materials, HVAC insulation materials, and paint; lead in paint, surface coatings, and old cast iron spigots; PCBs in light ballasts and transformers; mercury in HVAC control switches; and possibly CFCs in HVAC refrigerants.

The complete list of materials is often quite long, detailing locations and quantities subject to the scope of the renovations.

When hazardous materials are iden-

Lead abatement.

tified, risk assessments must be completed by a qualified person before any work on the site proceeds. The risk assessments are part of WorkSafe BC’s Exposure Control Plan requirements in

Professional Quality Service for Over 19 Years COMPREHENSIVE PROJECT MANAGEMENT • Pre-Renovation / Demolition / Compliance Risk Assessments • Comprehensive Hazardous Materials Assessments (Asbestos, etc.)

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604-873-8599 Fax: 604-873-5956 #217-2323 Quebec St., Vancouver, BC V5T 4S7 Email: info@acmenvironmental.com

www.acmenvironmental.com 38

BY JARI SAARELA

School Plant Officials Association of B.C. Spring 2008

the Occupational Health and Safety regulations (Section 5.54). The risk assessments are based on the scope of work for the project, and provide vital information for the development of site

specific work procedures to deal with the hazardous materials.

In the past, lead paint has only been a concern if it actually contained more than 0.5% lead by weight or 1.0 milligram per square centimeter, when, in fact, paint with concentrations of lead lower than the standard definition above can still cause health problems.

Based on the activity (e.g. sanding), fine lead particulate can be released into the airstream from paint with lower concentrations of lead.

During renovation projects, where lead paint has been identified, workers are provided with specific instructions and worker protection, ensuring their safety when dealing with the lead paint.

Occupational air sampling is required on the first shift. Based on the activity, dust control measures are implemented for all projects to prevent migration of fine particulate into areas with unprotected workers. The dust control measures can be as simple as visible barriers keeping unprotected workers at a predetermined distance from the lead abatement workers. In high dust jobs, the dust control measures may include full poly containments with HEPA filtered negative air systems. Unlike asbestos projects, there are no current requirements for encapsulation or air clearance to ensure cleanliness at the completion of a project. Also, surface sampling outside the work area, to determine cleanliness, is not often carried out.

Until current regulations are updated, the regulatory agencies in BC are recommending companies use regulations from other recognized governing bodies to ensure due diligence. Other governing bodies, such as the Department of Housing and Urban Development (HUD) and the United States’ Environmental Protection Agency (EPA), have established clearance wipe sampling levels, currently requiring results below 40 micrograms per gram based on the analysis of a one square

foot wipe sample. This is a residential standard as no commercial, institutional, or industrial standards exist in North

America.

The

Australian

Standard (AS 4361.2) for residential and commercial buildings identifies an acceptable level of up to one milligram per square meter. As a comparison, this calculates to just over 90 micrograms per square foot.

The use of lead based paint, as defined in the third paragraph, was generally discontinued in residential use around 1978. All consumer paints produced in Canada and the U.S. were virtually lead-free by 1992.

For further information, please visit www.acmenvironmental.com. To speak with an Environmental Consultant, please call (604) 873-8599. ❏

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Environmental stewardship

STARTS HERE There’s been a tremendous amount of talk, legislation and product development related to the topic of green cleaning. Green cleaning is typically understood as the use of equipment, cleaning solutions and practices that help minimize the impact of cleaning on people and the environment. But in order to be really green — that is, to be true environmental stewards — the process of making green cleaning products also needs to be environmentally friendly.

That’s why Nilfisk-Advance does more than make green floor-cleaning equipment; at our Plymouth facility, we make that equipment while also using materials, processes and practices that are environmentally sound. Environmental stewardship is the responsibility to take care of natural resources to ensure that they are sustainably managed for current and future generations. We believe that responsibility begins with our own behavior as we design, manufacture and distribute floor-cleaning equipment.

That’s why we say: Environmental stewardship starts here.

Corporate practices and processes Nilfisk-Advance is conscientious at all stages of product manufacturing — from what we purchase, to the processes and practices we follow, to what we do with materials after their use. Our new product design guidelines dictate using more recyclable materials in the products we design, as well as planning for how materials can be reclaimed after

use. Furthermore, we have instituted numerous manufacturing and office procedures that support our environmental stewardship. Here is an overview of the environmentally sound practices and processes used by Nilfisk-Advance at our manufacturing plant in Plymouth, Minnesota:

MATERIALS MANAGEMENT PLASTIC – All plastic scrap from the rotomolding operation goes to a recycling company; recycled polyethylene is used in molding battery boxes.

METAL – Steel is stamped/cut to get the maximum number of parts from a piece and then all scrap is recycled; brass used in inserts for rotomold and injection molding is also recycled.

EMPLOYEE CONSUMABLES – An office-wide program recycles paper, plastic and aluminum consumables used by our employees.

WOOD PALLETS – All wood is recycled and re-used.

CARDBOARD – All cardboard is recycled through a local recycling firm. Used batteries, computers, electric motors, light bulbs, oil, ballast, tires — all are recycled.

PRODUCT PACKAGING — • Walk-behinds and small riders are packaged using an innovative system that requires less wood and polyethylene, resulting in less waste for dealers and customers.

• Cardboard shipping cartons are made of recycled materials.

• Suppliers ship parts to us in returnable totes.

ELECTRONIC AND ELECTRICAL EQUIPMENT – unique program with our dealers recaptures printed circuit boards for recycling; hazardous materials such as mercury, cadmium, chromium, PBB and PBDE are not used in our electrical components.

PRODUCTION PROCESSES POWDER-COATING PROCESS – Contains no solvents and releases negligible amounts of volatile organic compounds (VOCs) into the atmosphere so there is no need for pollution control equipment. Ninety-nine per cent of all powder that does not adhere to the product is reclaimed.

WATER TREATMENT AND CONSERVATION – By eliminating the use of chemicals in production line testing, wastewater treatment is minimized in order to meet federal, state and local regulations.

MIXED-MODEL DESIGN FLOW – This manufacturing approach requires less space to build products, which reduces needs for heat and lighting.

“It’s not enough to design and build green cleaning equipment; we need to live green as a company in order to be true environmental stewards.”

– Christian Cornelius, Knudsen, President and CEO, Nilfisk-Advance, Inc. 40

School Plant Officials Association of B.C. Spring 2008

BAR-CODING – Eliminates manufacturing work orders, which in turn reduces use of paper/colored paper.

LEAN MANUFACTURING TECHNIQUES – Continuous development and implementation of lean methods result in reduced energy consumption and reduced requirements for materials movement to produce products.

Nilfisk-Advance is the parent company of multiple commercial and industrial cleaning equipment brands, including: Advance, Euroclean, Kent and American-Lincoln. Nilfisk-Advance is a Group company of NKT Holding. NKT, headquartered in Denmark, established an environmental department following the adoption of the fi rst Environmental Protection Act (EPA) in 1974. NKT expects its Group companies to act in accordance with good and fair environmental practice and NKT’s documented environmental policy. For more information, visit www.nkt.dk/uk.

ERGONOMICS – Manufacturing changes have increased worker ease and safety, such as the addition of ergonomic grippers on mixedmodel lines to eliminate the need for workers to physically turn products.

FACILITIES MANAGEMENT LIGHTING – A major relighting project in all three manufacturing buildings reduced energy consumption a total of 1,319,002 kilowatt-hours per year.

OTHER ENERGY CONSERVATION – Implemented a variety of electrical energy conservation activities during peak usage hours as defi ned by the utility company.

AIR QUALITY – Checks are done regularly in the manufacturing facilities. Diesel and propane are vented during product tests, especially during new engine burn-off, so these gases aren’t emitted into the manufacturing area.

IN-HOUSE CLEANING – Contracted with a local commercial cleaning company that does not use solvents.

CODES COMPLIANCE – Nilfisk-Advance complies with all local, state, federal and European standards, including CE, UL, OSHA and more.

Toll Free: 1-800-797-0588 Unit 1 - 1750 Quinn Street Prince George, BC V2N 1X3

Toll Free: 1-800-667-2263 2311 Government Street Victoria, BC V8T 4P4

Toll Free: 1-800-823-2728 1841 Pandora Street Vancouver, BC T5L 2P1

Nilfirst-Advance, Inc. Canadian Operations 1-800-668-8400 ❏ www.spoabc.org

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Fleet management for the 21st Century Such simple-to-use systems already exist and are available for fleets. One is even made in British Columbia by a company called Neroglobal Tracking. Their web-based tracking system can give operations managers and dispatchers realtime, useable information about every vehicle in their fleet.

Imagine reducing your vehicle fleet’s fuel costs and managing it more efficiently – all at no real cost to your organization. Add to that the ability to get more up time from your team, and also to improve your maintenance scheduling. It sounds like a tall order, but it’s not just wishful thinking. All these things can happen if your dispatchers switch to a GPS Fleet Management System.

Most of us are familiar with GPS navigation systems in new vehicles. They’re powerful tools that use satellites to tell drivers where they are, and how to get where they are going.

However, imagine if this technology was adapted and combined with an advanced software application. The result could allow fleet managers to track their vehicles on-line and see where they are and what they are doing at any given moment.

Knowledge is power – and savings Using a GPS Tracking system, you can track up to 100 vehicles in your fleet from your computer screen. The software can let you see where your vehicles are, on a map, or on Google Earth photos. It will tell you how long they’ve been where they are, and where they are headed. It will even tell you how fast they are traveling. That gives your fleet managers the knowledge and power to get more work done in a day. Dispatchers can plan routes more efficiently. They can see how long each driver is spending at a job. And, because the GPS system automatically tracks mileage, they’ll even be told when a vehicle is due up for maintenance. So they can take better care of company assets.

As a number of Neroglobal customers will attest, that all translates into real savings. Joel Carter, the operations manager at Roto Router in Vancouver says, “We cut our gas bills

on trucks with a GPS Tracking System by 30%. Our fuel savings are pretty much paying for the cost of installing the system.” When you add in the value of a more efficient workforce and reduced wear and tear on the vehicles, it becomes a highly profitable decision. That’s probably why Carter says his superiors at Roto Router are pushing him to install GPS Tracking on every vehicle in their fleet.

Proving itself in 47school district fleets GPS Tracking is starting to prove its worth in BC’s school districts, too.

School District 23 in Kelowna has been the first to install it on their fleet of over 50 units. As Director of Operations Alan Cumbers says, “It’s doing everything it was advertised to do. It’s simple to use and requires a low amount of training.”

The system has only been installed

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at S.D. 23 for a few months now.

Nevertheless, Operations Manager Grant Davidson agrees with his boss.

“Our GPS Tracking System is very simple to use and understand.” He adds, “We know what our staff are doing now, and we can see how much it will do as we become more comfortable with it. There is value here.”

Worried about vehicle security?

There’s another strong benefit that comes with installing a GPS Tracking System. It gives you better security for your vehicles. Having GPS tracking is both a theft deterrent and a way to put an instant end to unauthorized use of vehicles. Staff simply will no longer take vehicles when they are not supposed to, or take them where they are not supposed to. They know that every vehicle’s movement will be tracked and recorded on dispatcher’s computers. And, if a vehicle is stolen, it

School Plant Officials Association of B.C. Spring 2008

becomes not unlike the “bait cars” used in British Columbia to catch car thieves. The vehicle’s owner can be notified by text message if a vehicle is moving when it shouldn’t be. They can then contact police and tell them exactly where that vehicle is.

In fact, the security and tracking aspects of the GPS systems are so good, they have been adapted by the University of Toronto Police for a bicycle crime prevention program. Faced with a large number of bike thefts, they installed GPS beacons on “bait” bicycles and tracked them with Neroglobal Tracking software. Peter Franchi, the corporal in charge of the program says, “It was a hit. We had our first arrest in four hours and have had up to four in one day. And we’ve had nothing but positive feedback from the program.” Franchi adds that, “The system was incredibly easy to use. They provided online training and we

installed everything ourselves. It is very user friendly. When a bike was stolen, we’d track it and have printoffs of exact times and routes taken.

That’s great 3rd party evidence to present to a judge.”

Management efficiency means fuel efficiency Houle Electric has over 100 vehicles working in four different locations across the British Columbia. V.P. Denis Carlton has noticed a huge drop in fuel consumption in their fleets since they began using GPS Tracking to manage it. As he says, “That’s a benefit of better tracking and organization on our part.” But it’s also a product of drivers slowing down. The fact is that every one km/h over the speed limit translates into a 1% increase in fuel consumption. And drivers stop speeding when they know their dispatchers will know if they do.

These things all add up to fuel savings, which is becoming a more and more important part of any budget as fuel costs rise. In fact, since Houle installed GPS Tracking, they have increased their fleet size by 20%, but their fuel costs have remained the same.

itself, and will actually save most users more money than it costs. His current customers don’t disagree with this.

Neroglobal charges one fixed price for the package per vehicle, so there are no sliding costs or fluctuation fees for added services; this removes billing surprises, something no fleet manager wants to contend with.

The bottom line is that, by using GPS vehicle management, you can

take fleet management to an entirely new level, very affordably. By constantly knowing exactly where your trucks are and what they are doing, you can manage them far more efficiently than was ever possible before.

If the definition of a good software application is that it empowers the user and makes their job easier, GPS Tracking seems to fit the bill. ❏

More work gets done, too By managing your fleet better, you make sure that more work gets done too. David Katz, President of Neroglobal, explains how this works: “If better vehicle management provides just 30 minutes a day when your people are working instead of driving, that adds up. With 30 trucks, that’s 75 hours more work done a week. That’s like having two extra employees on the job for free. And that doesn’t even include the fuel savings.”

Is free affordable enough?

Katz makes a very strong argument that his Neroglobal Tracking pays for www.spoabc.org

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TALIUS: Helping secure your schools from

break-ins and vandalism Broken windows, glass covered floors and stolen property can cause expensive replacement and increased operating costs for school business officials. Vandalism, break-ins, and theft can also result in declining employee and student morale. You can prevent this from happening at your schools; Talius has the solutions that are right for you.

For over 30 years, Talius has been providing school business officials throughout Canada with innovative security solutions that work. By offering innovative, durable and high quality products designed to withstand vandalism and forced entry, Talius

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has earned the reputation of being the trusted leader in school security who will save you time and money, and deter the negative consequences of property crime. In fact, Talius rollshutters and Vandal Panels are the most secure products on the market; they have been installed on over 500 schools, providing them with security and peace of mind against the negative consequences of property crimes during non-operating hours.

Talius rollshutters and Vandal Panels are designed to: • prevent glass breakage • deter vandalism

School Plant Officials Association of B.C. Spring 2008

• lower maintenance and energy costs • provide unobstructed views during school hours Designed to protect against glass breakage, vandalism, break-ins, and theft, Talius rollshutters and Vandal Panels reduce maintenance, security, and energy costs. Manufactured from roll-formed aluminum with a superhard resin core, Talius rollshutters provide complete protection during non school hours and retract completely during school hours. Talius Vandal Panels are an innovative way to prevent vandalism and break-ins without obstructing natural daylight.

Strong and durable, Vandal Panels are custom made from perforated aluminum and designed to harmonize with your property. Vandal Panels are ideal for door lights, side lights, and transom windows.

Talius’ greatest strength is working closely with you to devise effective approaches tailored to suit your needs. Our knowledgeable and friendly sales team will listen carefully to you, and communicate your unique requirements to our production team and certified engineer to ensure that you will receive the quality and service you deserve.

Relationships with Talius transcend the normal supply and install mantra.

Our goal is to nurture a lasting relationship that will simplify your experience with our company throughout the entire process from specification to installation, and we have taken the appropriate steps to make this process simple yet effective.

Our experience in dealing with school districts, architects, and contractors has effectively prepared us to handle any size of project using a comprehensive customer intimate process that ensures that your unique requirements are met from start to finish as we define your requirements, provide you with proper specifications, ensure proper implementation and installation and offer superior after sales service and support.

Don’t let vandalism and break-ins compromise your school’s security and ruin the experience for your staff and students. Let Talius provide you with the best service and highest quality products to secure your schools from break-ins and vandalism.

Contact us today at 800.665.5550 for a free, no-obligation estimate. ❏

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INTERIOR TURF EQUIPMENT:

Providing turf equipment and parts for Western Canada Interior Turf Equipment: Providing turf equipment and parts for Western Canada Interior Turf Equipment (ITE) is centrally located in the Okanagan to provide quick and efficient service to all of its customers throughout British Columbia and Western Canada. Established in 1999, ITE has been serving the commercial turf market, including the golf, municipal, school and sod farm industries, with their respective parts and equipment needs. As the company continues to grow, it aims to achieve a high level of customer satisfaction with

its product and services offerings.

Interior Turf is a dealer for Bannerman, Bear Cat, Snow-Ex, Blizzard Plows, Echo, Hustler, Kesmac, Brouwer, R&R Replacement Parts, Scott Bonnar, Tru Grit, and Ventrac.

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School Plant Officials Association of B.C. Spring 2008

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School Plant Officials Association of B.C. Spring 2008

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School Plant Officials Association of B.C. Spring 2008

www.spoabc.org

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INDEX TO ADVERTISERS ACM Environmental Corporation All-Pro Services Ltd. Allmar International Armstrong World Industries, Inc. Assa Abloy Door Security Solutions Canada B.G.E. Service & Supply Ltd. Barclay Restorations Bevanda Architecture Blue Imp Canstar Restorations Caster Town Ltd. Centaur Chairlines Comfort Agencies Inc. Cora Bike Rack 1995 Ltd. D.G. MacLachlan Limited Erv Parent Group Fortis B.C. Garaventa (Canada) Ltd. General Paint Corp.

Habitat Systems Inc. Honeywell HVAC Systems & Solutions Ltd. InterfaceFLOR Interior Turf Equipment Ltd. International Play Company JM Bean & Co. Ltd. Jacques Whitford Axys Ltd. Johnsonite Key Solar/Optimum Air/Solarcrest Energy Inc. KMBR Architects Planners Inc. Levelton MJM Acoustics Ltd.

38 6 10 27 3 47 17 21 12 26 30 19 21 27 32 14 30 8 6 39 OBC 23 39 21 48 30 46 17 5 11 24 36 47

Munters Inc. National Air Technologies Nero Global Tracking Newkirk & Associates Nilfisk-Advance Canada Norspec Filtration Ltd. Nu-tech Systems Ltd. Pacific Blue Cross Pomeroy Consulting Engineers Ltd. Preferred Consulting & Roof Management Progressive Services Ltd. Refrigerative Supply Reliable Controls Coporation Roofing Contractors Association of B.C. RTR Fall & Barrier Safety Systems Ltd. Rubbermaid Canada Schoolhouse Products Inc. Secure-Rite Mobile Storage Security Through Safe Design Inc. Shutters & Shade Simplex Grinnell Spears Sales & Service Ltd. Taiga Building Products Talius Tandus Tech-More Operations Resources Ltd. Tectum Inc. The Colborne Architectural Group Pacific Inc. The Garland Company Inc. Time Access Inc. Uretek Canada Inc. Winmar Zep Manufacturing Co. of Canada Zurn Industries Ltd.

35 24 42 16 41 7 13 33 23 37 14 29 IBC 18 45 35 46 38 43 16 8 46 15 IFC, 46 42 28 9 45 25 33 29 44 47 20

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School Plant Officials Association of B.C. Spring 2008

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School Plant Officials Association of B.C. Spring 2008